Marjolein Dennissen

134 The Herculean task of diversity networks differences in order to succeed as a network. When members recognized and accepted their differences, they were able to work for a common goal. This example, as well as examples from social movements (see for instance Cole, 2008; Verloo, 2009), presents a promising prospect that diversity networks can work together in order to further organizational equality. A coalition of diversity networks can make a stronger plea to organizations to address organizational norms that uphold the notion of the ideal worker , which is often the white, able-bodied, heterosexual man (Acker, 2006; Kirton & Greene, 2000). By challenging the white, able-bodied, heterosexual male models of employment and career success that implicitly serve as the norm for all employees (Benschop, 2011; Hoobler, 2005), networks can collectively call for a broadening of the organizational norm. Collective attempts to contest organizational norms and practices are hitherto rare (Scully & Segal, 2002), and diversity networks are well-positioned to take up this task. As political intersectionality is relevant to organizational policies, a third and final suggestion is offered here for policy makers and diversity officers in particular but may also be helpful for diversity networks. Drawing on the work of Mari Matsuda (1991), the method of Ask the other question may be useful. Ask the other question entails a way to understand the intersections between multiple forms of disadvantage (Matsuda, 1991). Matsuda proposed asking “where is the patriarchy?” when something looks racist or “where is the heterosexism?” when something looks sexist (p. 1189). Translating this to organizational diversity management policies, policy makers and diversity officers can ask questions such as how do diversity management practices geared toward gender equality marginalize ethnic minority women? How do diversity management practices geared toward LGBT inclusion marginalize LGBT women? (cf. Verloo, 2006). Likewise, with regard to diversity networks, members could ask themselves: how does a women’s network marginalize ethnic minority, LGBT, or disabled women?. The implications of intersectionality and privilege require newways of practicing diversity management. Although addressing intersectionality and privilege will not be an easy task, starting these conversations is indispensable for advancing awareness of intersectionality, intersectional marginalization, and the implications for equality and social justice (Atewologun & Sealy, 2014). The design and implementation of diversity management practices that account for these complexities will be a “long-term thorny endeavor” (Benschop et al., 2015, p. 569; Rodriguez et al., 2016). However, diversity management needs to build on reflective and critical perspectives with attention to intersectionality and privilege in order to be effective in fostering organizational equality.